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COORDINATION
“ It is integrating process in an orderly pattern of group efforts in an
organization toward the accomplishment of a common objective"
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PRINCIPLESOFCOORDINATION
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•Decisions and
actions of all dept
are interrelated
•Actions may effect
another person or
dept
•Process start from
beginning to end
•Must be done
continuously planning,
organizing, controlling
and directing
• Direct contact with
employees
• Improves
interpersonal
relationship
• Avoids
misunderstanding
• Coordinates
activities
•Plans on
participation
•Plan and Policy
making stage
•Result in making
the best plan and
implementing
them with
success.
EARLY START
DIRECT
CONTACT
RECIPROCAL
RELATIONS
CONTINUITY
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Whydoescoordinationfail?
• What are the issues relating to coordination?
• Planning
• Communication (information sharing, reporting)
• Interpersonal relationship
• Leadership
• Monitoring and supervision
• Grievance handling
• Right man in right place
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Obstaclestocoordination
• Vested interests, self centered
• Ambiguous rules and regulations
• Conflicting roles
• Lack of commitment
• Communication gap
• No delegation
• Lack of trust and respect, jealousy
• Insufficient resources
• Lack of efficient leading
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Coordinationandorganization
• Coordination is the essence of
management.(mother principle of management)
• Without proper management( man, machine and
money) organization could not sustain nor
flourish.
• It is required in each & every function and at
each & every stage.
• It cannot be separated from organization.
• Coordination is an ingredient of all the
managerial functions in an organization.
• Whether it is integrating the various plans
through mutual discussion, or organizing various
activities of different departments, coordination
plays a vital role.
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• Good manager always thinks about staffing and try to put the right men on the right
job. The personnel with appropriate knowledge and skills can coordinate activities
better.
• Giving direction could clear the vision and make harmony between subordinates and
supervisors.
• Through controlling manager ensures that there should be co-ordination between
actual performance & standard performance to achieve organizational goals.
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1. Mutual adjustment
made possible by a process of informal communication between people conducting interdependent work.
2. Direct supervision
Coordination is achieved by one individual taking responsibility for the work of others.
3. Standardization of work processes
Coordination is made possible by specifying the work processes of people carrying out interrelated tasks -
specifying the work content in rules or routines to be followed.
4. Standardization of output
Coordination is obtained (by specifying the results of different work - specifications that outline the
dimensions of a product to be produced)- financial reports
5. Standardization of skills and knowledge
(in which different work is coordinated by the related training and education the workers have received (as in
medical specialists –surgeon and an anesthetist -responding almost automatically to each other’s standards)
6. Standardization of norms
(the work that are controlled, usually for the entire organization, so that everyone functions according to the
same set of beliefs)
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Coordination
mechanism
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-Policy, Planning and
Procedures
-Simplified organization
-Effective Communication
(room for listening)
-Leadership/Supervision
-Direction, Control
-Meetings, workshops
-Incentive, Reward and
Punishment
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TYPESOFCOORDINATION
Depending upon the nature and coverage , coordination may be studied under different
types .they are as follows
Internal and external coordination:
Coordination between units of the same organization is termed as internal coordination.
It summarises the activities of different units so as to make the organisation more
effective . Organisations are not free from the influence of external environment .
Hence, establishing a close link between organisations and external environment is a
must either to survive or surpass the growing competition. External environment
includes technology ,competition, market forces, customers, government policy etc.,
external co-ordination tries to coordinate all these forces up to the advantage of an
organization
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Vertical and horizontal coordination:
Coordination between different levels of hierarchy down the line is termed as “vertical
coordination”.it ensures that all levels of people ,from top to the bottom, work in
harmony .it is greatly facilitated by a technique like delegation of authority to the lower
levels of hierarchy. Coordination between people of the same cadre and between
different departments at the same level is termed as “horizontal coordination”
Procedural and substantive coordination:
Procedural coordination implies the specifications of different units in the same
organization. On the other hand, substantive coordination is concerned with the
content of organizational activities
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ApproachesforAchievingEffectiveCoordination
Different organisations adopt different mechanisms for achieving effective coordination. There is no single method of
coordinating the managerial activities that can be universally acceptable. All of them are integrative mechanisms
.each one of them is explained below:
Integration through standardisation:
It involves the development of standard rules and procedures through which the job holders/departments have to
direct their activities in order to ensure consistency in operations.
Plans and schedules:
Separate plans schedules may be prepared for each departments or units .at the corporate, all plans are merged and
integrated so as to obtain optimum results. Coordination becomes easy since departmental plans are flexible than
standards
Mutual adjustments:
Activities of company are coordinated through mutual adjustments among sister units /departments on contingency
basis. Here cooperation is assured between the needy units for the purpose of getting the things done
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In traditional organizations coordination is sought to be achieved through
standardization and planning. The usual methods followed by the traditional and
bureaucratic organisations for achieving effective coordination are listed below.
1) Developing elaborate system of rules and procedure for sorting out recurring
problems.
2) Non-routine problems are to be referred to higher –ups
3) where decisions relating to new policy matters have to be taken up, they may be
referred to special committees
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CONCLUSION
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No single approach to coordination is proved to be useful
to all organizations.
The suitability of a particular approach to coordination
depends upon factors like size of the organization,
complexity of its work, nature of work force, certainty
and uncertainty conditions delegation of authority etc.
The process of coordination becomes useful and
meaningful only with the delegation of appropriate
authority coordination process is essential to make
unified whole out of diversified functions on smooth
lines. It pervades all the managerial activities from
planning to controls.
Big organizations are now creating separate departments
for coordination among departments.
New rules and procedures may be developed to minimize
problems like overriding goals, blind loyalty and friction
